In the competitive world of power transmission and generation, Sterlite Power stands out for its consistent ability to deliver projects ahead of schedule. This success hinges on a crucial factor: its exceptional talent pool. Recognising this, the company has prioritised employee development through a comprehensive and innovative approach, creating a positive work environment that fosters growth and retention.
“We actively assess evolving skill requirements and tailor our programmes to address them effectively,” explains Ruhie Pande, G-CHRO at Sterlite Power.
“We don’t wait for training requirements to arise; we pre-emptively curate programmes, ensuring our workforce is equipped with the necessary skills.”
Ruhie Pande, G-CHRO, Sterlite Power
This proactive approach manifests in initiatives such as Project PD Next, PM Next, and ‘Stakeholder Management Excellence’. These programmes bring industry experts on board to curate specific training, ensuring employees receive comprehensive preparation for their roles and responsibilities. For leadership positions, the company offers sessions focused on emotional intelligence and team leadership, forming part of a broader framework that encompasses both functional capability and leadership development. This allows them to cultivate future leaders from within, fostering a sense of ownership and commitment to the organisation’s success.
Pande highlights the company’s commitment to internal mobility, stating, “We achieve a 25 per cent internal mobility rate, one of the best in the industry.” She further added, “This demonstrates Sterlite Power’s dedication to providing employees with opportunities for growth within the organisation. Newcomers benefit from the ‘Powerpath’ programme, which facilitates smooth assimilation and results in a low early-attrition rate of just 10 per cent. This also reflects Sterlite Power’s commitment to investing in its employees and ensuring they feel valued and supported from day one.”
Beyond its core focus, the ‘Serentica’ upskilling programme facilitates workforce movement within the company by 20 percent. This fosters a culture of shared knowledge, experience and growth within the company, empowering employees to explore new opportunities and fuelling the Group’s overall success. High-potential talent identified through the ‘nine-boxer framework’ is retained through a combination of incentives, including rewards, ESOPs, and dedicated development support. “Impressively, 96 percent of our Top L talent remains with us,” reveals Pande. These individuals are then strategically placed across various organisational domains, ensuring their skills are utilised to their full potential and contributing to the company’s overall success.
Identifying these potential candidates happen through internal ‘Learning Advisory Councils’, ensuring a proactive approach to training needs. By actively seeking inputs from business units, the company identifies key areas of focus and tailors programmes accordingly. For instance, if the ‘Learning Advisory Council’ in the manufacturing facility identifies a need for TQM and TPM training, along with a notable demand for Six Sigma expertise, the organisation proactively engages with stakeholders to identify individuals who require training and nominates them to participate in relevant programmes.
Acknowledging the distinct needs of different groups within the workforce, Sterlite Power has developed programmes like ‘Empower Her’, which caters specifically to women aspiring for leadership roles. This initiative demonstrates their commitment to diversity, equity, and inclusion, creating a level playing field for all employees to thrive.
Pande emphasises Sterlite Power’s proactive approach to training, stating, “We don’t wait for training requirements to arise; we pre-emptively curate programmes, ensuring our workforce is equipped with the necessary skills.” These programmes typically take six months to a year to complete, with quarterly progress monitoring in place to track their effectiveness. Partnerships with premium B schools such as IIMs and project management institutes ensure that these programmes are executed effectively and deliver tangible benefits to the participants.
Safety is a top priority at Sterlite Power, with mandated training programmes, such as sexual harassment prevention. This commitment to a safe and inclusive work environment further contributes to employee satisfaction and retention. Additionally, annual engagement surveys are conducted to gather valuable feedback and identify areas for improvement. Regular communication channels, including connections with the CHRO, skip sessions with line managers, and frequent town halls by the CEOs, also play a crucial role in fostering transparency and building trust within the organization.
“Looking ahead, our focus is on physical and mental health as a unified initiative,” reveals Pande, indicating a holistic approach to employee well-being. This commitment to employee well-being extends beyond just physical health and encompasses mental health initiatives as well.
Combating monotony is another key focus, with job rotation implemented for select teams to provide diverse experiences and keep employees engaged. Long-term rewards and recognition mechanisms are also offered to select teams, further motivating and incentivising employees. Leaders actively engage with employees at all levels, fostering a sense of connection and purpose while emphasising broader organisational goals.
Finally, Sterlite Power partners with external consultants to gain deeper insights into factors contributing to employee satisfaction and longevity. “We value constant innovation in people practices, strong leadership, and HR partner engagement,” concludes Pande. “This ensures that our employees not only join us but also choose to stay with us for the long term, creating a positive work environment that fosters excellence and fuels our success.”
